- Between 60% and 70% of IT spend is to “keep the lights on and the trains running.” (If it’s >70%, you know your in Level 1!)
- Your business partners treat you as “order takers” – bringing you somewhat fleshed out needs that they want you to act upon.
- You’ve implemented Portfolio Management disciplines, but only for project and program related work – not for steady state services (e.g., desktop support).
- Your key metrics are reasonably balanced between inputs and outputs, and a few can even be reasonably described as “business outcome” metrics.
- At least 5% of the IT budget is set aside for experimentation, learning, and innovation activities.
- Projects usually come in on-time and within budget, but you don’t really know how well they do in meeting their forecast (in the business case) business value.
- You’ve been successful (though it was a long time coming!) implementing a single global instance of a major Enterprise System.
- There is a noticeable level of movement of people between your business units and the IT organization – i.e., both directions, and more than just once in a blue moon.
- There is a common and consistently applied process for estimating and managing IT projects across the enterprise.
- There is a real Enterprise Architecture capability that plays a role in most stages of the majority of projects across the enterprise.
Filed under: Demand Maturity, IS Management, IT Management, IT Maturity, Supply Maturity | Tagged: business outcomes, Business-IT Maturity, Demand Maturity, IT Management, Portfolio Management, reaching level 3
